The federal banking system has built a house of cards, Leonard cogently warns. Expect it to fall any minute now.
A financial journalist offers a contrarian view of the workings of the Federal Reserve.
“The word dollar is…just a slang term for American currency, which is actually called a Federal Reserve Note.” So writes Leonard, author of Kochland: The Secret History of Koch Industries and Corporate Power in America, at the beginning of this investigation into the complexities of how money works. There’s nothing in the Constitution that mandates a central bank, and the U.S. essentially operated without one until the early 20th century. That such a bank was founded was a result of populist demand, and an irony lies in the fact that the Federal Reserve’s last two decades of decisions have so favored the wealthy that it serves as an engine of inequality. It does this through several doubtful stratagems, including printing money in unprecedented quantities, such that “the amount of excess money in the banking system swelled from $200 billion in 2008 to $1.2 trillion in 2010, an increase of 52,000 percent.” This vast pool of cash, an instrument of what economists call quantitative easement, is meant to stimulate the economy in relatively nonspeculative ways. However, with the cost of borrowing at zero and even below-zero interest, the banks have been encouraged to take huge risks, since that’s where the profit lies. Awash in federal cash, too, the banks have not channeled it where it was meant to go, namely Main Street, but instead pushed it into the hands of the already wealthy. Using a former Federal Reserve banker named Thomas Hoenig as his Virgil, Leonard shows how the economic crises of the last two decades are the products of “an economic system that had stopped working for a majority of Americans,” driven by bankers but filtered through such creatures as “zombie companies,” entities “that carried so much debt that…profits weren’t enough to cover…loan costs.” Zombies eat brains—but they can also devour whole economies, including ours.
The federal banking system has built a house of cards, Leonard cogently warns. Expect it to fall any minute now.Pub Date: Jan. 11, 2022
ISBN: 978-1-982166-63-2
Page Count: 368
Publisher: Simon & Schuster
Review Posted Online: Nov. 16, 2021
Kirkus Reviews Issue: Dec. 1, 2021
BOOK REVIEW
BOOK REVIEW
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our...
A psychologist and Nobel Prize winner summarizes and synthesizes the recent decades of research on intuition and systematic thinking.
The author of several scholarly texts, Kahneman (Emeritus Psychology and Public Affairs/Princeton Univ.) now offers general readers not just the findings of psychological research but also a better understanding of how research questions arise and how scholars systematically frame and answer them. He begins with the distinction between System 1 and System 2 mental operations, the former referring to quick, automatic thought, the latter to more effortful, overt thinking. We rely heavily, writes, on System 1, resorting to the higher-energy System 2 only when we need or want to. Kahneman continually refers to System 2 as “lazy”: We don’t want to think rigorously about something. The author then explores the nuances of our two-system minds, showing how they perform in various situations. Psychological experiments have repeatedly revealed that our intuitions are generally wrong, that our assessments are based on biases and that our System 1 hates doubt and despises ambiguity. Kahneman largely avoids jargon; when he does use some (“heuristics,” for example), he argues that such terms really ought to join our everyday vocabulary. He reviews many fundamental concepts in psychology and statistics (regression to the mean, the narrative fallacy, the optimistic bias), showing how they relate to his overall concerns about how we think and why we make the decisions that we do. Some of the later chapters (dealing with risk-taking and statistics and probabilities) are denser than others (some readers may resent such demands on System 2!), but the passages that deal with the economic and political implications of the research are gripping.
Striking research showing the immense complexity of ordinary thought and revealing the identities of the gatekeepers in our minds.Pub Date: Nov. 1, 2011
ISBN: 978-0-374-27563-1
Page Count: 512
Publisher: Farrar, Straus and Giroux
Review Posted Online: Sept. 3, 2011
Kirkus Reviews Issue: Sept. 15, 2011
BOOK REVIEW
IN THE NEWS
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.
A helpful guide to working effectively with people from other cultures.
“The sad truth is that the vast majority of managers who conduct business internationally have little understanding about how culture is impacting their work,” writes Meyer, a professor at INSEAD, an international business school. Yet they face a wider array of work styles than ever before in dealing with clients, suppliers and colleagues from around the world. When is it best to speak or stay quiet? What is the role of the leader in the room? When working with foreign business people, failing to take cultural differences into account can lead to frustration, misunderstanding or worse. Based on research and her experiences teaching cross-cultural behaviors to executive students, the author examines a handful of key areas. Among others, they include communicating (Anglo-Saxons are explicit; Asians communicate implicitly, requiring listeners to read between the lines), developing a sense of trust (Brazilians do it over long lunches), and decision-making (Germans rely on consensus, Americans on one decider). In each area, the author provides a “culture map scale” that positions behaviors in more than 20 countries along a continuum, allowing readers to anticipate the preferences of individuals from a particular country: Do they like direct or indirect negative feedback? Are they rigid or flexible regarding deadlines? Do they favor verbal or written commitments? And so on. Meyer discusses managers who have faced perplexing situations, such as knowledgeable team members who fail to speak up in meetings or Indians who offer a puzzling half-shake, half-nod of the head. Cultural differences—not personality quirks—are the motivating factors behind many behavioral styles. Depending on our cultures, we understand the world in a particular way, find certain arguments persuasive or lacking merit, and consider some ways of making decisions or measuring time natural and others quite strange.
These are not hard and fast rules, but Meyer delivers important reading for those engaged in international business.Pub Date: May 27, 2014
ISBN: 978-1-61039-250-1
Page Count: 288
Publisher: PublicAffairs
Review Posted Online: April 15, 2014
Kirkus Reviews Issue: May 1, 2014
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